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Companies that have what the authors call two-dimensional (2-D) diversity--their leaders exhibit both inherent and learned diversity traits--are much more likely to understand their clients and unlock innovation among their workers.

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Who's pulling for you? Who's got your back? Who's putting your hat in the ring? Odds are this person is not a mentor but a sponsor. Mentors can build your self-esteem and provide a sounding board--but they're not your ticket to the top. If you're interested in fast-tracking your career, what you need is a sponsor--a senior-level champion who believes in your potential and is willing to advocate for you as you pursue that next raise or promotion. In this powerful yet practical book, economist and thought leader Sylvia Ann Hewlett--author of ten critically acclaimed books, including the groundbreaking "Off-Ramps and On-Ramps"--shows why sponsors are your proven link to success. Mixing solid data with vivid real-life narratives, Hewlett reveals the "two-way street" that makes sponsorship such a strong and mutually beneficial alliance. The seven-step map at the heart of this book allows you to chart your course toward your greatest goals. Whether you're looking to lead a company or drive a community campaign, "Forget a Mentor, Find a Sponsor" will help you forge the relationships that truly have the power to deliver you to your destination.

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Effective sponsors can help catapult junior talent into top management tiers, and good proteges can greatly expand the reach and impact of senior leaders-but the relationship works only when both parties recognize that it's a mutually beneficial alliance, a truly two-way street. Seeking to better understand this crucial dynamic, the authors, from the Center for Work-Life Policy, surveyed and spoke with thousands of professionals. Their findings constitute an invaluable guide. Sponsors should, among other things, advocate for their proteges' promotions, coach them, call in favors for them, and help them make connections. Proteges must be loyal, contribute 110%, and bring complementary skills and networks to the table. No matter what your career level, such relationships are lifelong projects to be carefully cultivated, consistently nurtured, and periodically refreshed.

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The war for talent is heating up in emerging markets. Without enough "brain power," multinationals can't succeed in these markets. Yet they're approaching the war in the wrong way-bringing in expats and engaging in bidding wars for hotshot local "male" managers. The solution is hiding in plain sight: the millions of highly educated women surging into the labor markets of Brazil, Russia, India, China, and the United Arab Emirates. Increasingly, these women boast better credentials, higher ambitions, and greater loyalty than their male peers. But there's a catch: Attracting and retaining talented women in emerging economies requires different strategies than those used in mature markets. Complex cultural forces - family-related "pulls," such as daughterly duties to parents and in-laws, and work-related "pushes," such as extreme hours and dangerous commutes - force women to settle for dead-end jobs, switch to the public sector, or leave the workforce entirely. In Winning the War for Talent in Emerging Markets, Sylvia Ann Hewlett and Ripa Rashid analyze these forces and present strategies for countering them, including: (1) Sustaining ambition through stretch opportunities and international assignments, (2) Combating cultural bias by building an infrastructure for female leadership (networks, mentors, sponsors), (3) Introducing flexible work arrangements to accommodate family obligations, and (4) Providing safe transportation, such as employer-subsidized taxi services. Drawing on groundbreaking research, amplified with on-the-ground examples from companies as diverse as Google, Infosys, Goldman Sachs, and Siemens, this book is required reading for all companies seeking to strengthen their talent pipeline in these rich and expanding markets.

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Despite recent progress creating more-welcoming environments for lesbian, gay, bisexual, and transgender employees, fully 48% of LGBT respondents surveyed report remaining "closeted" at work. Research shows that they are less likely than "out" workers to be promoted and more likely to leave their job within three years. For talent managers, creating a hospitable climate for all workers should be a key goal.

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Women aren't making it to the top. Despite gains in middle and senior management, they hold just 3 percent of Fortune 500 CEO positions. In the C-suite, they're outnumbered four to one. What's keeping women under the glass ceiling? According to this report, it's the absence of male advocacy. High-performing women simply don't have the sponsorship they need to reach the top. Spearheaded by American Express, Deloitte, Intel, and Morgan Stanley, the Hidden Brain Drain Task Force launched a study in 2009 to determine the impact of sponsorship and why women fail to make better use of it. The study found that women underestimate the role sponsorship plays in their advancement. And those who do grasp its importance fail to cultivate it. Many feel that getting ahead based on "connections" is a dirty tactic and that hard work alone is their ticket to the top. Women's reluctance to engage senior men as allies is justified. Sponsorship, which often involves an older, married male spending time with a younger female, can look like an affair-and the wider the power gap between them, the greater the risk to both parties. In short, sponsorship can be misconstrued as sexual interest, so ambitious women and highly placed men avoid it. For women, the road to the top is also fraught with judgments about their personal lives. If they're married with children, their would-be sponsors assume they are less available and less dedicated-and unsuitable for the C-suite. And yet a single woman with no children is often viewed by senior-level men as an oddity or a threat. It's a classic catch-22: a woman's personal choices, whatever they may be, brand her as not quite leadership material. What will it take to promote sponsorship? In 2010, leading-edge companies are making relationships between sponsors and protégés safe and transparent. Much work remains. But companies that foster sponsorship of their standout women will gain a competitive advantage in talent markets the world over.

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Multinational companies are pinning their hopes for growth on emerging markets, specifically in the BRIC countries-Brazil, Russia, India, and China, which together account for 15%-20% of today's global economy. But these companies face a critical obstacle: a cutthroat war for talent. Despite the enormous labor forces in BRIC, top-notch talent is hard to find. India produces as many young engineers as the United States, but according to the McKinsey Global Institute, only 25% of them are suitable for employment by multinationals. Fewer than one out of 10 university graduates in China are prepared to succeed in a multinational environment. To better understand the talent dynamics in emerging markets and how multinational companies can succeed there, the authors launched a study of 4,350 college-educated men and women in Brazil, Russia, India, China, and the United Arab Emirates. They found that the talent solution is in plain sight: Millions of educated women have entered the professional workforce in these countries over the past two decades. Though this talent pool is currently neglected and underleveraged, it represents the future. Women in emerging markets are enormously ambitious and passionate about their work, but they face complicated challenges that are fundamentally different from those of women in the developed world. Here's what companies like Google, Siemens, Intel, GE, and Pfizer are doing to shape talent models that work, especially for women in emerging markets.

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During tough economic times it's more vital than ever to hold on to and leverage your top performers: They've got the outsize smarts and dedication your firm needs to survive recession and emerge stronger. Yet in 2009 many employers are failing to support and sustain their best people. Loyalty and trust are out the window. Engagement is through the floor. Flight risk is at an all time high. In Top Talent, a volume in the Memo to the CEO series, Sylvia Ann Hewlett presents new data detailing what has happened to top talent in this brutal down cycle. She then explains how companies can re-engage and re-energize their stars. Drawing from virtual strategy sessions conducted within fourteen corporate giants--including GE, Merrill Lynch, and Time Warner--Hewlett presents eight cutting-edge interventions that have emerged as "top picks" for managers looking to motivate top talent in tough times, including: -Show that top leadership cares -Create a "no-spin" zone characterized by candid, frequent communication -Strengthen camaraderie and model stress-busting behaviors -Provide powerful nonmonetary rewards Concise and practical, this guide is essential for employers seeking to turbo charge their star performers.

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Viewed from Wall Street, the recession is exceptionally difficult to deal with. The cascading losses, the scale of layoffs and the fear that generous profit margins are a thing of the past--that new restrictions on leverage and risk will limit profitability going forward--make this the toughest down cycle in a generation. So how is top talent dealing with this onslaught? In a word--badly. In focus groups conducted for thsi study, senior executives talked about being angry, angxious and deeply stressed. Troubled firms are finding that precisely the wrong people (top performers with other job options) are heading for the door. Building off of the Center for Work-Life Policy's previous three years of research, Sylvia Ann Hewlett presents an in-depth research resport that explores the impact of market downturn on the sustainability of talent. Central to the investigation are questions such as: How do companies maintain loyalty and trust in the face of layoffs and insecurity? How do managers sustain engagement and performance in the face of dwindling salaries and slashed bonuses? The findings allow us to compare the latest data of 2009 (the bottom of the trough) with data from 2008 (the downward slope) and with data from 2006 (the height of boom) and thus shed light on the special challenges associated with talent management in difficult times.

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